Decision map
Who decides, who is consulted and who executes for the decisions that matter most.
Operating model & organization design
Organize around the decisions and work that matter, not the org chart.
Redesign of structure, roles, decision rights, spans and layers, and how work flows between teams, so the organization can execute the strategy without bottlenecks, duplication or every decision landing on the CEO's desk.
WHEN COMPANIES CALL US
You may need this if…
- Decisions wait for the CEO or owner.
- Teams duplicate work or argue about who owns what.
- Managers have too many or too few direct reports.
- An acquisition or new strategy needs a different structure.
- Growth has added layers and slowed everything down.
WHAT YOU GET
Outputs your team keeps and uses.
Structure options
Alternative structures compared on how well they support the strategy, cost and disruption.
Roles and spans
Clear role descriptions, reporting lines and spans of control.
Operating forums
The meetings and reviews that coordinate work, with purpose, attendees and inputs.
Transition plan
Sequence, communications and people decisions for moving to the new model.
HOW IT WORKS
The work, step by step.
- 1Weeks 1–3
Diagnose
Interviews, workshops and data on structure, spans, decisions and handoffs.
- 2Weeks 3–8
Design
Develop and test structure options and decision rights with the leadership team.
- 3Weeks 8–12 and beyond
Transition
Plan and support the move, including appointments and communications.
QUESTIONS THIS ANSWERS
- Who should own the decisions that matter most?
- What structure best supports our strategy?
- Where are spans, layers or duplication slowing us down?
- How do we move to the new model without losing momentum?
HOW WE MEASURE IT
- Decision speed
- Spans of control and layers
- Overhead cost as a share of revenue
- Employee engagement in affected teams
RUN THE NUMBERS FIRST
Free calculators for this decision.
Each one runs in your browser with your own numbers. Nothing is sent to us unless you choose to share it.WHERE THIS COMES UP MOST
Industries where this work matters.
COMMON QUESTIONS
Before you get in touch.
It can include structural changes, but it starts with decisions and work, not boxes and lines. Many improvements need no change to reporting lines at all.
START A CONVERSATION